As employers look for ways to strengthen their workforces while reducing the risks and costs associated with hiring, a familiar source of talent is gaining new attention: former employees.
So-called “boomerang employees” — workers who leave an organization and later return — are becoming an increasingly prominent workplace trend. Global searches for the term “boomerang employees” have surged 1,957% in the past year, signaling growing interest from workers and employers alike.
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Lauren Burns, COO at mobile-first employee experience platform Blink, says the trend reflects changing expectations among employees and a growing appreciation among employers for workers who already understand their organizations.
“Today, people are more willing to look for new opportunities, but they also know how important it is to work in places where they feel supported,” Burns says.
For frontline workers, that support can include effective communication with managers, access to the right tools and confidence that their opinions matter. Employers, meanwhile, can benefit from rehiring people who already understand the company’s culture, expectations and operating procedures.
“Boomerang employees help speed up onboarding because they already know the company’s culture, communication style and daily routines, which helps them get back up to speed faster,” Burns says.
That familiarity can make former employees less risky hires, particularly in frontline industries where employees interact directly with customers and play critical roles in daily operations.
But Burns cautions employers against allowing boomerang hiring to come at the expense of existing employees.
Organizations need to clearly communicate advancement opportunities and demonstrate that current employees have paths to grow within the company. Otherwise, bringing former employees back into desirable positions could leave loyal workers feeling overlooked.
“Employers need to be transparent and clearly show career advancement opportunities so that returning employees strengthen the team without making current staff feel overlooked,” Burns says.
For companies hoping to create a pipeline of potential boomerang employees, the process begins long before an employee gives notice.
Burns says organizations that develop strong relationships, encourage feedback and make employees feel valued can create positive connections that endure after workers leave.
For frontline employees, that means simplifying communication, listening to their concerns, recognizing accomplishments and providing the resources necessary to succeed.
Those efforts can also improve retention among employees who never leave.
“People who feel valued, informed and connected during their time at the company are much more likely to want to come back,” Burns says.
Ultimately, the rise of boomerang employees may reinforce a simple lesson for employers: How an organization treats people while they work there — and when they leave — can determine whether talented employees eventually find their way back.
